Engaging fringe stakeholders for competitive imagination

By S. Hart, S. Sharma. IEEE Engineering Management Review, 2004

771 citations recorded by the source corpus.

Subfields: Business and International Management

View Paper: https://www.semanticscholar.org/paper/425d00d7a28c5b8a99a4006df1825e1c6c4a7164

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In Business and International Management

Citations in the corpus

Corporate social responsibility in the multinational enterprise: strategic and institutional approaches (2006, background): “In a study of Cemex, a multinational cement company based in Mexico, Salazar (2006) found that managers leading the company's development of a widely acclaimed CSR program 'Patrimonio Hoy' (Hart and Sharma, 2004) had difficulty in identifying the program's specific economic and social objectives.”
Sustainable entrepreneurship and sustainability innovation: categories and interactions (2011, background): “To the degree that this is true, such ‘fringe’ stakeholders provide important input on entrepreneurial opportunities (see Hart and Sharma, 2004) that are ultimately discovered and/or exploited by sustainable entrepreneurs, since lead users foreshadow future demand of a large majority of market…”
Necessity as the mother of ‘green’ inventions: Institutional pressures and environmental innovations (2013, background): “NGOs can provide the knowledge needed to generate unique and disruptive ideas (Martin, 2002) and can thus be sources of inspiration for novel solutions and new value-creating strategies (Hart and Sharma, 2004).”
Stakeholder mapping for the governance of biosecurity: a literature review (2015, background): “To overcome this, some stakeholder mapping exercises purposefully start by identifying and engaging in dialogue with those who might otherwise be considered peripheral or marginal (e.g. the ‘crowd’ and ‘subjects’) (e.g. the ‘radical transactiveness approach’; Hart and Sharma 2004).”
Multinational Oil Companies and the Adoption of Sustainable Development: A Resource-Based and Institutional Theory Interpretation of Adoption Heterogeneity (2011, background): “These stakeholders, the losers, often at the fringe, will potentially become the new source of change in the MNC’s organizational field (Hart and Sharma, 2004).”
The empty rhetoric of poverty reduction at the base of the pyramid (2012, background): “The locally influential stakeholders among them can facilitate and mediate a TNC’s entry into poor communities, while the poor, weak, isolated, non-legitimate, and even non-human ‘fringe’ must be involved because their perspectives are crucial for incubating disruptive change (Hart and Sharma, 2004)”
Business Model Innovation and Sources of Value Creation in Low-Income Markets (2010, positive): “However, creating an ecosystem that co-evolves with inputs from global and local partners, many of them located outside the formal economy, not only helps to improve socio-economic context, but also allows value creation and it is a source of a more sustainable competitive advantage than in the case”
Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View (2007, background): “Hart and Sharma (2004) echoed this call for the development of radically new capabilities and proposed the use of laboratories to bring about new business models that account for the concerns of fringe stakeholders, i.”
The Business Case for Corporate Social Responsibility (2018, background): “Hart and Sharma (2004) argued that firms that directly engage their “fringe” stakeholders gain “competitive imagination” from the resulting market intelligence and limit the likelihood that “smart mobs” will attack the firm.”
Reconciling Corporate Citizenship and Competitive Strategy: Insights from Economic Theory (2008, background): “Kantor (1999) describes how the social sector can be a ‘‘beta-site’’ for innovation and Hart and Sharma (2004) provides a roadmap for to ‘‘engaging fringe stakeholders for competitive imagination.’’”
Eco-Innovation Through Integration, Regulation and Cooperation: Comparative Insights from Case Studies in Three Manufacturing Sectors (2011, background): “…by Sharma and Vredenburg (1998) and discussed with regard to the integration of potentially adverse stakeholders such as environmental NGOs by Hart and Sharma (2004) is also relevant, since it can help to develop interactions with stakeholder groups that are crucial for the eco-innovation…”
A pathway towards true sustainability: A recognition foundation of sustainable supply chain management (2017, background): “…stakeholders’ (i.e., poor, powerless, or isolated stakeholders) are also important for an organisation, e.g. as sources of knowledge and creativity (Hart & Sharma, 2004) and as potential ‘deprived’ risk sources with legitimate claims that might be supported by powerful third parties (Busse,…”